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The difference between the focus of managers and leaders

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The manager focuses on systems and structure, and the leader focuses on people.

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nurse executives are positioned to

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challenge assumptions, consolidate a purpose, build the culture of safety and quality, and move a vision forward.

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Nurses

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coordinate and deliver health services.

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Nurse managers

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coordinate and integrate human, fiscal, and other nursing resources to accomplish nursing practice with 24-hour accountability for client care units or areas

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Clinical nurse leaders

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guide other nurses through process, measurement, and document changes.

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Management is often described in three core roles

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Allocating resources, negotiating contracts, handling disturbances, and proposing new services are decision-making roles

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informational roles

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Monitoring processes, disseminating guidelines, and speaking for nurses in organizations

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interpersonal roles.

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Representing nurses, leading and motivating nurses, and connecting nurses to others

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Mintzberg identified 10 roles that are described as

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decision-making, informational, and interpersonal roles. Providing care; arranging access to services; coordinating care for a client or group; and interacting with physicians, pharmacists, and clients are caregiving roles.

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Which process best describes leadership?

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influencing behavior of either an individual or a group in an effort to achieve goals in a given situation.

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Empowerment means

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giving people the authority, responsibility, and freedom to act on their expert knowledge and skills.

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In one research-based model, which of the following behaviors were core to leadership success?

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visioning, interactive planning, complexity analysis, interdisciplinary team building, work process analysis, and stakeholder analysis. Trust and honesty are behaviors expected within leaders.

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Country club

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the approach emphasized attention to the people's needs to affect the satisfaction of relationships

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the authority-obedience approach strives for

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efficiency in operations.

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the team approach promotes

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work accomplishment from committed people and interdependence through a common cause, leading to trust and respect.

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The organizational man approach works

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on balancing the necessity to accomplish the task with maintaining morale.

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which team states that the leader needs to be flexible in behavior, able to diagnose the leadership style appropriate to the situation, and able to apply the appropriate style?

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Hersey and Blanchard's model two-dimensional model

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Hersey's team described the ??

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Tri-Dimensional Leader Effectiveness Model??

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Fiedler's contingency model describes

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measures for leaders to become aware of their natural style tendency: relationship-oriented or task-oriented

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Blake and Mouton's was an

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early attitudinal model in the 1960s that measured the values and feelings of managers

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Ohio State model included

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both attitudes and behaviors. The early models focused on the leaders whereas the Tri-Dimensional Effectiveness Model measured the followers' ability to determine effective leadership.

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situational leader tailors his or her leadership style based on

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the employee, experience, and circumstances.

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laissez-faire leader requires

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minimal participation and directing, but this does not result in high productivity.

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transactional leader is one who

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maintains and sustains good care processes with a focus on daily operations.

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transformational leader

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motivates employees to their full potential or empowers employees to advance innovative changes to create new services and improve existing processes.

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professionalism competency can be described best by

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the occupation's approach to distinguish itself from being merely a job in that focuses on ideal services, a code of ethics, and lifelong commitment.

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Leadership competencies are described as

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skills of guiding, directing, teaching, and motivating to set and achieve goals.

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The coordination and integration of resources to accomplish specific goals exemplifies the

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business skills and management principles domain competencies to coordinate and integrate resources to accomplish specific goals.

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Nurse leaders must possess competency in five domains: (1) leadership, (2) communication and relationship management, (3) professionalism, (4) knowledge of the health care environment, and (5) business skills and principles

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An approach to an occupation that distinguishes it from being merely a job, focuses on service as the highest ideal, follows a code of ethics, and is seen as a lifetime commitment

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Principles of leadership and management are best described by which of the following statements?

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Critical skills in leadership are interpersonal, decision making, and problem finding and solving.

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Important skills for leading include

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diagnosing, adapting, and communicating, but not directing.

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Five competencies were identified by nurse leaders in recent research.

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Communicating vision and strategy internally, translating vision into strategy, building effective teams, managing patient-centered customer focus, and managing conflict

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statement that best defines management?

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A process of coordination and integration of resources through group activities of planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives

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Which management theory's principle is to consider the situation and all elements when making a management decision?

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Contingency theory

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The principle of complexity theory is the

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behavior over time of certain complex and dynamically changing systems with a concern for the predictability of the behavior of systems and how under certain conditions the system performs in regular and predictable ways, and in other conditions of change it becomes irregular and unpredictable.

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The principle of systems theory is to recognize that a manager's work is

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embedded within a system and to understand what a system is. Nurses are a part of a larger agenda for health care services, and managing the role within the system produces the efficiencies and effectiveness.

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Effective leadership is exemplified by values, confidence in employees, and a sense of security in the face of uncertainty. This aspect of leadership is known as:

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self-awareness.

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Self-awareness is the ability to know one's own emotional state and be aware of how mood and actions affect relationships, while

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having confidence in others and comfort in dealing with uncertainty. This aspect of self-awareness is crucial to effective leadership.

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Relationship management is the use of effective

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communication with others to disarm conflict and the ability to develop the emotional maturity of the team members.

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Social awareness is the intuitive skill of

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empathy and expressiveness in being sensitive and aware of emotions and moods of others.

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Self-management is the ability to take

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corrective action and not to transfer negative moods to staff relationships.

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An integrative analysis of literature by Jennings and colleagues found 96% of the 894

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competencies that applied to both leadership and management.

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The areas where leadership and management overlap are explained by which of the following statements

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Bringing teams together and directing activities

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The Institute of Medicine (IOM) identified five areas of management practice for leaders to attend to during turbulent times.

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Balancing reliability and efficiency in service delivery Creating and sustaining a trustworthy, learning, and evidence-based organization

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Hersey and colleagues identified three skills needed for leading or influencing workers. Identify three skills leaders must possess to influence people

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diagnosing: which is a cognitive activity that involves being able to understand the situation and the problem to be solved or resolved; adapting: which is a behavioral skill that involves being able to adapt behaviors and other resources to match the situation; and communicating: which is a process to advance the process in a way that individuals can understand and accept

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Great leaders possess four essential skills.

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Great leaders possess a sense of integrity with a distinctive and compelling vocal tone to engage others in shared meaning. Great leaders possess a combination of hardiness and the ability to grasp context, called "adaptive capacity."

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Great leaders have

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(1) a sense of integrity, (2) a distinctive and compelling vocal tone, (3) the ability to engage others in shared meaning, and (4) a combination of hardiness and the ability to grasp context, called "adaptive capacity."

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The IOM focus is on the following five areas of management practice:

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•Implementing evidence-based management •Balancing tensions between efficiency and reliability •Creating and sustaining trust •Actively managing the change process through communication, feedback, training, sustained effort and attention, and worker involvement •Creating a learning environment

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Two roles of nurses

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care providers and care coordinators.

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Diagnosing:

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cognitive competency.

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Adapting:

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behavioral competency.

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Communicating:

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process competency.

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EQ 1.Self-awareness:

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Ability to read one's own emotional state and be aware of one's own mood and how this affects staff relationships

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EQ 2.Self-management:

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Ability to take corrective action so as not to transfer negative moods to staff relationships

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EQ 3.Social awareness:

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An intuitive skill of empathy and expressiveness in being sensitive and aware of the emotions and moods of others

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EQ 4.Relationship management:

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Use of effective communication with others to disarm conflict, and the ability to develop the emotional maturity of team members

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The elements of quantum leadership are

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discovering, authenticity, passion, creating, relationship, inquiry, and fiscal astuteness. helps nurses focus on the future, stretch and break boundaries, and encourage breakthrough thinking to solve problems in a complex and fluid care environment.

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Clinical leadership is defined as

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"staff nurse behaviors that provide direction and support to clients and the health care team in the delivery of patient care"

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five key aspects of clinical leadership:

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clinical expertise, effective communication, collaboration, coordination, and interpersonal understanding. Empowering work environments create support for staff nurses as clinical leaders to achieve the best outcomes of care

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Reflective mind-set:

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Managing self

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Analytic mind-set:

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Managing organizations

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Worldly mind-set:

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Managing context

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Collaborative mind-set:

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Managing relationships

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Action mind-set:

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Managing change

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four steps of the management process

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1. Planning 2.Organizing 3.Coordinating or directing 4.Controlling

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Managerial controlling means

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ensuring that the proper processes are followed. the activity of seeing that everything occurs in conformity with established rules. In nursing, the term evaluation is used to refer to similar actions and activities.

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Contingency Theory

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It all depends

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Systems Theory set of interrelated and interdependent parts that are designed to achieve common goals. changes in one part of the system affect other parts, departmental "silos."

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Organization •Wholeness •Control •Self-regulation •Purposiveness •Environment •Boundaries •Equilibrium •Steady state •Feedback

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Complexity Theory

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general umbrella theory that encompasses chaos theory. stable and unstable behavior is the focus of interest

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Chaos Theory not unlike Darwin's evolutionary theory of natural selection.

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behavior that is unpredictable in spite of certain regularities. chaos phenomenon differs from the predictable swinging of a pendulum of a clock. Instead, it is more like the unpredictable random patterns of weather.

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